Wrote 350 page proposal (detailed analysis of district, including entire hub, feeder and facility structure of 14+ operations interacting past, current, and projected future growth and alternate solutions) and presented to Region and Corporate Staffs. Result: First project of its technology for an operation of this size (175,000 sq.ft/$14M payroll/capital expenditure $22M+) approved, funded, and became pilot project to spearhead automated sortation.

Project Superintendent to develop task force of union, key employees and management groups to evaluate and determine root cause of safety violations and injuries; then established appropriate guidelines/training/documentation procedures. Result: Productivity rose 9.6%, cost savings of $501.4K/annually, and increased service level from 1/186 failure to 1/2083 failure, and reduction on workplace injuries by 83%.

Identified alternate solution for over capacity facility, based on volume, miles and feed capacity. Result: Able to postpone $1.5M capital expenditure for minimum of 7 years, labor savings of $106K/annually, and obtained active support of union workgroup for proposed changes which allowed the project to progress quickly and smoothly.

Instrumental in restoring compliance with loop detail for service area, through coordination of multi-level inter-departmental efforts achieved budgetary responsibility. Result: Reduced miles per stop by 5% ($460K/annually), while maintaining high standard of quality service to customers.

Major projects included: opening of Pacific building ($25M automated sortation facility), new Colville operating center, closure of Aberdeen facility-coordinating efforts of Tumwater, new operation in Elma, new air operation at Spokane Airport, expansion of Seattle Boeing Field air operation, implementation of Lewiston preload, spun off portion of Moses Lake operation to Grand Coulee and implemented preload in Moses Lake, opened new facility in Kennewick and closed Pasco operation.

Coordinated time definite nationwide delivery of new product release to all locations simultaneously, first time in company’s history attempted and succeeded.

Accounting(Seattle, WA)Supervised staff of up to 36, with billing services for approximately 24,000 accounts, processing of up to $6M/daily, 12,500 transactions from 1200 drivers in 53 operating centers.

As Operations Manager I discovered an area that had been modified in a manner that rendered it non-complaint to Industrial Engineering practices. The various departments did not take ownership or that necessity of change was their responsibility. It was my job to create a united front in this campaign to accomplish productivity in an operation that was struggling with cost containment.

After recognizing the root cause of the cost issue, I coordinated, led, and monitored progress of a task group to plan the actions needed to gather the statistical data needed to accomplish this goal. The team consisted of drivers and managers of various departments working together to get the job done.

Each driver documented miles/stops and then handed off to select manager for data compilation. This process consisted of 120 man-days. Once all the facts were in we evaluated appropriate alternate routes and implemented changes. These changes resulted in 5% cost savings ($460K/annually).

From that time, all departments have been able to work together on projects and go the extra mile, driven by team excellence.

Knowledge of total shipyard work operations, trades and shop practices.

As an Electrician’s Mate Class A, I was assigned to SMAW (Shutdown Maneuvering Area Watch.) This senior engineering position was in port and I was responsible for nuclear, electrical, propulsion, and mechanical plants. The controls activity on the engineering equipment included coordination and control of all maintenance and testing undertaken.

As RPPO (Repair Parts Petty Officer), I was responsible for ships COSAL, including repair parts procurement and replacement of items consumed, as well as control of technical documentation associated with operations and technical manuals for the installation and repair of equipment on board.

I held a senior electrical position in the engineering spaces of EPCP (Electric Plant Control Panel) where I was in charge of control of the propulsion plant. I have operated the AN/BQQ5 sonar and controls surface of the submarine underway.

I was an initial crewmember of the plank crew of the SSN690 USS Philadelphia. Here, I participated in the assembly and testing of the first submarine of the Los Angeles Class assembled at the Electric Boat shipyard in Groton, CT. We tested trial systems and equipment in applications and configurations new to the shipyard and Navy, setting the base data for benchmarking the production models that were following us through the process.

My four years on the Philadelphia took the ship from pre-hull completion, construction completion, installation and operational testing, sea trials, performance testing, and finally through normal fleet deployment.

As Industrial Engineer in charge of the B & F (Buildings and Facilities), I inherited a project to demonstrate to the region and corporate staffs that area expansion was necessary, or put the project to rest and create an alternate solution. This proposal project had been attempted and had failed several times in the past.

I compiled an in depth analysis of the entire hub, feeder, and facility structure of more than 14 operations interactively to ensure no other non-capital expenditure solutions were available. This study included several alternative measures.

My analysis not only focused on existing facility structure and the impact on current need, but a study on past, current and projected future area’s growth based on historical data from the company’s own records and business development plan. The capital expenditure cost for the facility was more than $22 million, but damage to the company’s reputation and the loss of available market share were strong motivators once the mechanical and financial analysis showed the project to be among the highest priority in the company.

The finished analysis ran more than 350 pages. To reach a successful sale, it was essential to use dynamic presentations to achieve requisite support from regional staff and then senior corporate executives.

This project was approved and funded during era when the corporation approved very few capital projects. In addition, this facility is one of a series of pilot projects the company chose to spearhead, and the first project of its technology undertaken.

As leader assigned to a preload operation, my opportunity was to improve the productivity of a work group. Upon arrival the work group was over the guideline staffing level by 10%, productivity was 60% of the level expected by application of standardized work measurements. Assignments were not completed on time causing road operations to incur overtime and service failures on time sensitive items.

After thorough evaluation of work performed, I retrained the supervisory group, ensuring understanding of expectations and restructure methods. Before each supervisor started the implementation of the change we role-played his or her presentation of the explanation. This allowed them to become comfortable with their ability to communicate the information and to sell the need in a manor that demonstrated the gain for the people affected.

Through this process we were able to reduce staff to normal guidelines. The impact of the effective training increased productivity 89%, increased service quality, reduced error rate to 1/2000 piece handled, and overtime road operation was eliminated.

This management style has been reflected in my staff; as they have gone on to attain career promotions.

Ability to understand and apply Total Quality Leadership concepts, or other quality improvement efforts, for continuous improvement of Shipyard processes resulting in improved operations.

Upon new assignment of Operations Manager, I arrived at a facility in which the safety picture was so serious that daily work was in constant jeopardy, morale was extremely low, and management was doing hourly labor-creating labor issues in a union environment.

My first step was to analyze the process to determine the cause of numerous injuries. Second was to determine why the labor issues were so pronounced. And third, to determine what stopgap measures would be required to buy sufficient time to work on the root cause.

In meeting with union, key employees, and management groups, I revealed a breakdown in operational trust and communication, and developed an immediate plan to correct this issue.

I hired sufficient drivers to cover daily sick calls, allowing operators to complete daily duties with respect to communications, discipline, and training. The main focus was set on safety training. This approach allowed operators to attain the tools to document attendance problems, failure to utilize training instructions, and establish credibility.

My direction of Total Quality Leadership concepts directly impacted the 9.6% raise in productivity, cost savings of $501.4K/annually, which increased service levels and on-time deliveries.

The Human Resource training I have received, both in the military and in management courses, focused intensely on management roles in Affirmative Action/Equal Employment Opportunity responsibilities and Diversity. Annually, I attend seminars on HR laws conducted by corporate attorneys, to stay abreast of industry changes and practices in the employment fields.

Throughout my management roles, I have held hiring responsibilities. This includes the training and supervision of those working for the company, as well as labor members of the Teamsters Union. I have practiced compliance during my tenure of Operations/Regional management, as well as ensuring proper education and training of my subordinates. With the strict policies and procedures I have implemented, I have not incurred any violations, nor has my staff from union or non-union representatives.

The ongoing training I receive, keeps me informed of current practices for compliance of equal opportunity and the elimination of discrimination on the basis of race, gender, ethnic background, or any other criterion that deprives people of opportunities to progress in the work environment.